Organizational Behavior

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Should Employers Help Employees Turn Off Technology?

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  • Read Time: 3 min 

Pervasive and near-continual use of organizational information technology systems is taking a toll on some employees’ health. Companies have to step in to help, argue Monideepa Tarafdar (Lancaster University), John D’Arcy (University of Delaware), Ofir Turel (California State University) and Ashish Gupta (University of Tennessee Chattanooga). “Even as they dream of escaping from IT, many employees also confess to feeling ‘addicted’ to some of these stress-causing technologies,” the authors write. “We may be entering an era in which human frailties begin to slow down progress from digital technologies.”

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Are You Part of the Email Problem?

Over-reliance on email as a communication tool is sapping people of their time and energy. Author, speaker and consultant Phil Simon says there are better ways — and many new and better tools — to do things. "As consumers, it’s never been easier. Hundreds of millions of us use Dropbox, Facebook, Snapchat, texting, Skype, and other tools to communicate with each other," says Simon. "Why do we resist change at work?" Embracing new tools, he argues, will result in better communication and far less wasted time.

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‘People Analytics’ Through Super-Charged ID Badges

The data points employees generate about everything from how often they interrupt others to how many people they sit with at lunch tell surprisingly useful stories. Ben Waber, CEO and co-founder of Humanyze, describes how his company is providing the tools and analytics to interpret this social data, helping businesses identify the best collaborative practices of their most effective people.

Image courtesy of Flickr user Simon James.  https://www.flickr.com/photos/bearpark/6861722073
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How to Compensate For Overoptimistic Project Leaders

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  • Read Time: 2 min 

Would you know if a project was heading off the rails? Too often, members of project teams are crossing their fingers and providing only the most hopeful updates. After reviewing 14 studies into the ways in which individuals report (and misreport) the status of information technology or software projects, the authors identified five specific areas for leaders to look out for to avoid being blindsided.

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Designing Trustworthy Organizations

A lot of the literature about trust supports commonsense notions for individual leaders. But building organizational trust turns out to be different from building interpersonal trust — and less intuitive. “A new model is required to understand how to manage trust in large, complex organizations operating in highly diverse global environments,” write the authors. Once trust is broken, repair requires understanding the systemic causes of the failure and confronting deeply embedded mindsets.

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How Innovative Is Your Company’s Culture?

Everyone wants an innovative corporate culture, but how do you develop one? This article posits that the ability of a culture to support innovation depends on six key building blocks: values, behaviors, climate, resources, processes and success. The article also includes a 54-element test developed to enable managers to assess a company’s “Innovation Quotient.” A case study in the article outlines the experience of a Latin American company with the assessment tool.

Image courtesy of Kyocera.

Amoeba Management: Lessons From Japan’s Kyocera

A persistent challenge for companies as they grow is how to maintain the high level of dynamism and employee commitment that drove success in the early days. Over the years, thoughtful managers and management theorists have formulated many approaches for dealing with the problem, all aimed at giving managers and employees more responsibility and accountability for the performance of their own profit centers. But few companies have taken things as far as Kyocera Corp.

Image courtesy of Rolls-Royce.

Uncommon Sense: How to Turn Distinctive Beliefs Into Action

Most strategy making begins in the wrong place. Many companies rely on frameworks and models from the strategist’s toolbox, including industry analysis, market segmentation, benchmarking and outsourcing. As a result, they short-circuit the real work of strategy and miss out on finding new insights into the preferences or behaviors of current or potential customers. Few companies develop original strategies by formulating hypotheses and then testing them in a competitive setting.

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The Collaborative Organization: How to Make Employee Networks Really Work

CIOs who learn to balance formal and informal structures can create global IT organizations that are more efficient and innovative than organizations that rely primarily on formal mechanisms. Organizational network analysis provides a useful methodology for helping executives assess broader patterns of informal networks between individuals, teams, functions and organizations, and for identifying targeted steps to align networks with strategic imperatives.

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Showing 1-20 of 66