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In this article, the authors make the case that corporate misdeeds are symptoms of a syndrome of selfishness that has taken hold of our business institutions, our societies and our minds. Drawing on history, literature, philosophy and management thinking, they argue that the syndrome is built on a series of half-truths — or fabrications — each of which has driven a debilitating wedge into society.
Some companies go to great lengths to monitor their workers to discourage stealing and other bad behavior. While monitoring may weed out scofflaws, it may also have a deleterious effect on the morale and motivation of other employees.
Different experiences and points of view don’t, by themselves, make work groups more productive. The important factor is how people interrelate.
When members of a top team share an optimistic outlook on life, the company’s bottom line is also likely to be positive.
A survey of high-tech companies reveals which techniques get R&D and marketing departments to share vital information with each other.
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Is it appropriate to integrate spirituality into the management of an organization? Does spirituality make a company more profitable?
How to make negotiations more effective by improving interactions both inside and outside the organization.
Few companies around the world have not tried to reinvent themselves — some more than once —during the past decade. Yet, for every successful corporate transformation, there is at least one equally prominent failure.
How can managers improve the ethical quality of their decisions and ensure that their decisions will not backfire? The authors discuss three types of theories that will help executives understand how they make the judgments on which they base their decisions. By understanding those theories, they can learn how to make better, more ethical decisions.
In 1994, U.S. health care expenditures approached $1 trillion, of which private businesses paid a substantial portion.
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