Our general lack of gratitude impedes us from appreciating the pleasantness of life. We are not able to appreciate the pleasantness of being alive because we are caught up in achieving things.
“What is required” said the commentator with complete sincerity “is to customize the people to become comfortable in the urban environment.”
BCG’s Yves Morieux researches how corporations can adapt to a modern and complex business landscape.
One big reason I’ve frequently been paid to do what I love is that I have indeed felt engaged and challenged on a regular basis. How about you?
In the course of the consulting work that I do, the most frequent complaint that I hear from managers is that their employees are not committed to the business.
Teamwork should be better by now. With so many books and articles having been written about it, and so many experts having talked about it for so long, teamwork should not be as rare as it is in today’s organisations.
At Schuitema, we believe that any legitimate relationship of power manifests in an incremental suspension of control over the subordinate. This article by the Harvard Business Review supports that view.
If you reward something, do you get more of the behaviour you want? And if you punish something, do you get less of the behaviour you want? CEO Kanthan Pillay puts the issue of reward & punishment into perspective.
Yammer is one of a growing wave of companies where developers are given unusual latitude in determining how to get work done. Kris Gale describes how Yammer has migrated away from an organizational culture.
Jon Eddy Abdullah speaks to the Bangkok Post on his philosophy for leading his people at Total Access Communication Plc (DTAC), the second largest mobile phone operator in Thailand.