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And they'll do that because it's a great way to attract applicants, but also because it's a way to get people into the office, which has been a struggle as well. This story was originally featured ...
Executives and HR leaders are likely to overestimate just how great their company’s culture is, the study found. While 84% of executives and 81% of HR leaders reported that their company invests ...
"Companies do far better to harness this kind of social capital than to fight against it." The book also includes a chapter on compensation. The authors assert that pay is such a "status-laden, envy-inspiring, politically charged monster" that it cannot be measured in the same way as the aspects that make up the bulk of the book.
Proactivity is about taking responsibility for one's reaction to one's own experiences, taking the initiative to respond positively and improve the situation. Covey postulates, in a discussion of the work of psychiatrist Viktor Frankl, that between stimulus and response lies a person's ability to choose how to react, and that nothing can hurt a person without the person's consent.
Mary Parker Follett defined management as "the art of getting things done through people". Follett's educational and work background would shape and influence her future theories and writings. One of her earliest career positions would see her working as a social worker in the Roxbury neighborhood of Boston from 1900 to 1908.
While some managers might shy away from getting caught up in details, former Apple board member Drexler runs toward them. “I’m proud to be a micromanager for what a customer sees, feels, and ...
Peter Ferdinand Drucker (/ ˈ d r ʌ k ər /; German:; November 19, 1909 – November 11, 2005) was an Austrian American management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of modern management theory.
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...