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Employee Motivation: A Powerful New Model PDF Print E-mail
Motivating employees begins with recognizing that to do their best work, people must be in an environment that meets their basic emotional drives to acquire, bond, comprehend, and defend.

So say Nohria and Groysberg, of Harvard Business School, and Lee, of the Center for Research on Corporate Performance. Using the results of surveys they conducted with employees at a wide range of Fortune 500 and other companies, they developed a model for how to increase workplace motivation dramatically. 
The High Cost of Accurate Knowledge PDF Print E-mail
Many business thinkers believe it's the role of senior managers to scan the external environment to monitor contingencies and constraints and to use that precise knowledge to modify the company's strategy and design. As these thinkers see it, managers need accurate and abundant information to carry out that role. According to that logic, it makes sense to invest heavily in systems for collecting and organizing competitive information.

Another school of pundits contends that because today's complex information often isn't precise anyway, it's not worth going overboard with such investments.
Curveball: Strategies to Fool the Competition PDF Print E-mail
A couple time years ago, I coauthored with Rob Lachenauer an article called “Hardball: Five Killer Strategies for Trouncing the Competition.” The piece, along with a subsequent book, was misunderstood by many people.

Critics said that hardball meant playing dirty or mean, neither of which is true. What is true is that hardball—let’s face it, competition in any form—is about winning at the expense of your rivals. Many people these days are a little uncomfortable with such a primitive notion, but hardball practitioners don’t apologize for it in the least.
How Right Should the Customer Be? PDF Print E-mail
If your salespeople aren't sure who their boss is--the district manager? the regional manager? the customer?--it could be a sign that your company's sales force controls are working at cross-purposes and that your sales function is in trouble.

Sales force controls are the policies and practices that govern the way you train, supervise, motivate, and evaluate your sales staff. They include the types of compensation you offer your people and the criteria your sales managers use to evaluate the reps' performance.
The Hidden Traps in Decision Making PDF Print E-mail
Bad decisions can often be traced back to the way the decisions were made--the alternatives were not clearly defined, the right information was not collected, the costs and benefits were not accurately weighed.

But sometimes the fault lies not in the decision-making process but rather in the mind of the decision maker: The way the human brain works can sabotage the choices we make.
They are eight psychological traps that can affect the way we make business decisions.
User Names and Passwords: How to Manage the Keys to the Kingdom PDF Print E-mail
Creating and remembering strong passwords -- like backing up our computers' contents -- is something many of us know we should do, but don't.

Can you blame us? Having to come up with user names and passwords for virtually everything we do on a computer is enough to make anyone use "Magic123" over and over. I've even heard of people who keep lists of passwords taped to their computer screens.

With a little time and some discipline, you can create strong passwords and do a better job managing them. 
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