Organizational Psychology

Showing 41-60 of 92

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The Benefits of a Coaching Culture

The practice of coaching as a tool for work force and leadership development has gained popularity in recent years. In theory, coaching asks supervisors to spend more time giving constructive, individualized feedback on performance to subordinates, rather than barking orders and sending their troops to boot-camp training programs.

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Collaborating for Systemic Change

Meeting the sustainability challenge will require the kind of cross-sector collaboration for which there is still no real precedent. It must be co-created by various stakeholders by interweaving work in three realms: the conceptual, the relational and the action-driven.

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Is Strategy a Bad Word?

Corporate strategy is supposed to be the means by which an organization achieves and sustains success. Yet, it rarely rises to that level, despite an abundance of corporate strategy theory and significant research from countless organizations over the past few decades.

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The Power of Moderation

Employees with deep motivation, strong commitment, unquestioned loyalty and widely shared values can have drawbacks. Much has been written about the upside of deep commitment, but employers need to be wary of workers who identify too much with the company. Overidentification, says the author, may lead to an ends-justifies-the-means outlook, unethical actions, substitution of personal needs for company goals and resentment when the company doesn’t meet employees’ expectations.

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The Hidden Costs of Organizational Dishonesty

When companies act dishonestly, the psychological costs outweigh any short-term gains. Dishonesty ultimately decreases repeat business and increases worker turnover and employee theft. Degradation of a company’s reputation, adverse effects on employee values and increased surveillance of workers through expensive new systems eat at an organization’s health. The authors offer proof that honesty is still the best policy.

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Offshoring Without Guilt

The increasingly common practice of migrating business processes overseas to locales such as India, the Philippines and China is often seen as a negative phenomenon that suppresses domestic job markets. On the contrary, says the author, offshoring is a critical component of next-generation business design, a dynamic process of continually identifying how to deliver superior value to customers and shareholders.

Showing 41-60 of 92