|
|
|
| ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Report Link Is Your Team Too Big? Too Small? What's the Right Number?Knowledge@Wharton (Reg Required) - July 11, 2006 When it comes to athletics, sports teams have a specific number of team players: A basketball team needs five, baseball nine, and soccer 11. But when it comes to the workplace, there is no hard-and-fast rule to determine the optimal number to have on each team. Should the most productive team have 4.6 members, as suggested in a recent magazine article? What about naming five or six individuals to each team, which is the number of MBA students chosen each year by Wharton for its learning teams? Is it true that larger teams simply break down, reflecting a tendency towards "social loafing" and loss of coordination? Or is it that the best number of people for a team is driven by the task at hand and by the roles each person plays? Research by Wharton faculty offers some insights. Report Link Good Managers Focus on Employees' Strengths, Not Weaknesses.Knowledge@Wharton (Reg Required) - June 16, 2005 Marcus Buckingham knows enough about good management to know he's not a good manager. The author of First, Break All The Rules: What the World's Greatest Managers Do Differently and The One Thing You Need to Know, Buckingham says the best managers share one talent -- the ability to find, and then capitalize upon, their employees' unique traits. "The guiding principle is, 'How can I take this person's talent and turn it into performance?'" Report Link AmEx's Ken Chenault Talks about Leadership, Integrity and the Credit Card Business.Knowledge@Wharton (Reg Required) - April 15, 2005 According to Kenneth I. Chenault, chairman and CEO of American Express, adaptability is one of the keys to company success in the rapidly changing terrain of the global marketplace. Applying Darwinian theory to the business domain, he told a Wharton audience on March 17 that "it's not the strongest or the most intelligent who survive, but those most adaptive to change. Over the past 10 years, the need for, and focus on, adaptability has accelerated." Chenault also spoke about his version of mentoring - "the best mentors are not always high up" - and what he calls "the tyranny of averages." Report Link Wishing Upon a Star: Hiring a CEO from Inside the Company Vs. Going Outside.Knowledge@Wharton (Reg Required) - March 28, 2005 When Robert A. Iger was promoted from president to CEO of the Walt Disney Company on March 13, the decision raised a few eyebrows in the corporate world. Report Link Five Takes on Creative Leadership.Knowledge@Wharton (Reg Required) - February 28, 2005 How do you lead an increasingly diverse, creative and eclectic workforce? It's a question that senior executives at this month's Wharton West Leadership Conference tried to answer based on their own leadership experiences. Report Link Should Your Next CEO Be a Philosopher?Knowledge@Wharton (Reg Required) - January 28, 2005 What differentiates a winning company from an also-ran? For many analysts and investors, the answer involves technology, which increasingly permeates every step of a business's operations. But according to a Wharton professor and an Israeli venture capitalist, a company's ability to understand its customers' philosophical outlook may be as vital to its success as R&D and other efforts. Report Link Clash of the Titans: When Top Executives Don't Get Along with the Team.Knowledge@Wharton (Reg Required) - December 29, 2004 Testifying in a Delaware court last month, Stanley P. Gold, a former Walt Disney Co. director, joined a long list of company executives who had dirty laundry to air regarding the 1995 hiring of Michael Ovitz as Disney's president and his subsequent firing in 1996. Report Link Ralph Shrader's Leadership Test: Is Anybody Following?Knowledge@Wharton (Reg Required) - December 29, 2004 Ralph Shrader, chairman and chief executive of Booz Allen Hamilton, would seem to have little in common with Mick Jagger, lead singer of the Rolling Stones. Report Link Teamwork in a Shock Trauma Unit: New Lessons in Leadership.Knowledge@Wharton (Reg Required) - September 30, 2004 Imagine that you, as a mid-level manager in your company, have been assigned to a six-person team asked to complete a top-priority project on a very short deadline. Report Link Splitting Up the Roles of CEO and Chairman: Reform or Red Herring?Knowledge@Wharton (Reg Required) - May 26, 2004 There may be good reasons, based on specific circumstances, for companies to divide the roles of CEO and chairperson between two people. But Wharton faculty members say there is no evidence that separating these positions, as a general philosophical rule, improves corporate performance. Report Link Why Global Business Needs Kinder, Gentler Entrepreneurs and Leaders.Knowledge@Wharton (Reg Required) - May 06, 2004 Images of entrepreneurs and leaders tend to focus on the vision and guts needed to get ventures off the ground or on the solitary hero leading the crowds. At the recent Lauder Institute Alumni Association Global Business Forum in New York , however, two panels on entrepreneurship and leadership debunked these notions. Speakers at the conference said entrepreneurs need social networking skills as much as business savvy to succeed. As for leaders who want to be effective in global business, they need to learn that arrogance is out, humility is in.
Report Link Being Captain of the Boys' Baseball Team: Four Women Talk about Leadership.Knowledge@Wharton (Reg Required) - April 30, 2004 Despite gains made by women in the ranks of upper management, the typical American corporation still consists of a middle-aged man sitting at the top, projecting his authority down through the ranks of the hierarchy. Report Link Getting Reorganization Right: How Bruce Chizen Drove Change and Innovation at Adobe Systems.Knowledge@Wharton (Reg Required) - April 19, 2004 Forced to swim or sink, Adobe Systems launched a massive turnaround effort spearheaded by executive vice president Bruce Chizen, who is now the company's president and CEO.
|
ArticlesFound: 13 ArticlesNO SUBTOPICSEmployment Law Seminars
PREVENTING HARASSMENT AND OTHER EEO ISSUES AT WORK: IT'S ALL ABOUT RESPECT (AB1825 COMPLIANCE)
Sacramento
March 12, 2008 Shaw Valenza LLPUNDERSTANDING YOUR ETHICAL RESPONSIBILITIES AT WORK (AB 1234 COMPLIANCE)Sacramento
May 13, 2008 Shaw Valenza LLPPreventing Wage/Hour Class Actions.Online
May 13, 2008 LittlerHOW TO CONDUCT EFFECTIVE INTERNAL INVESTIGATIONSSacramento
May 13, 2008 Shaw Valenza LLPHow to Stay Union FreeLas Vegas
2008-5-13 Jackson Lewis LLPConducting Effective Investigations of Employment Claims: Essential Skills for Internal InvestigatorsHouston
May 13, 2008 Littler2008 Public Sexual Harassment Training for supervisors and managers.Universal City
May 13, 2008 Ballard RosenbergSHRM Morris County Monthly Legal UpdateFlorham Park
2008-5-14 SHRM Morris County ChapterThe Connecticut Sexual and Other Harassment Education and Training in the Workplace ActHartford
2008-5-14 Jackson Lewis LLPDigital Dangers: Recent E-Discovery Developments and TrendsLas Vegas
May 14, 2008 Littler |
|
| ||
|
Terms of Use
|
Privacy
|
Advertising
|
About
|
Contact
|
For Law Firms
|
Partners
Copyright © 2006 elinfonet.com, llc.
All Rights Reserved.
The use of this site, and the terms and conditions for our providing information, is governed by our Terms of Use, including the disclaimers contained therein. By using this site, you acknowledge that you have read the Terms of Use and that you accept and will be bound by the terms thereof.
This site is designed for lawyers concentrating in employment law and human resource professionals who specialize in employee relations. As more fully set forth in the terms of use, the information provided on or through this site is for general information purposes; it is not a determination of your legal rights, nor your responsibilities under the law. None of the information contained on this site is, or should be construed as, legal advice. The information should not be relied upon for legal advice. We are not engaged in the practice of law and no attorney-client relationship is being created. Any information communicated to any lawyer via this site does not have the confidentiality protection of the attorney/client privilege. If you are seeking legal advice, find a qualified lawyer in your area. If you need help finding a lawyer, call your local, county or state bar association. All logos and trademarks on this site are property of their respective owners. | ||
Federal Article Feeds