खोजी परिणाम

Small differences in the leadership of teams can have large consequences for the success of their efforts. Many initiatives fail not because of a fatal error in judgment or insufficient ideas, knowledge, motivation, or capabilities to deliver a solution. They fail because, as is so often heard, "we ... थप

Article... थप

Organizations have often sought to meet the pressures of rapid change through novel ways of managing human capital to boost innovation and productivity. Hackathons have emerged as one of the latest approaches to do just that. How can those responsible for managing human capital use hackathons as a n... थप

Provides the reader with a basic understanding of organization structure. The first section provides a brief history of the main ideas pertaining to organization structure. The second section outlines some of the concepts and factors that must be taken into account while designing organization struc... थप

The case was prepared to be used as part of a process review in the first year Technology and Operations Management course at HBS. It offers students an opportunity to discuss the context of a manufacturing process choice, and then examine actual production numbers that resulted from a series of cho... थप

Inspired by research linking happiness and productivity, Hitachi had invested in developing new "people analytics" technologies to help companies increase employee happiness. Hitachi had begun manufacturing high-tech badges that quantify a wearer's activity patterns. Data from these devices revealed... थप

Clever, a high-growth EdTech company based in San Francisco, had grown quickly in market share (Exhibit 1-2) and headcount (Exhibit 3). As with many high-growth companies, however, early employees (many of whom had never managed people before) had been given the opportunity to manage teams, and they... थप

Industry and Background Note... थप

Making good hiring decisions is a critical management activity, yet many leaders just "wing it" when interviewing candidates to fill openings by having an organic conversation to assess the candidate's fit, unknowingly subjecting the process to unconscious bias. Instead, organizations should employ ... थप

Nigel Le Quesne, CEO of Jersey-based financial services firm JTC, firmly believed that "shared ownership" was at the heart of his company's successful track record. The firm had seen its revenues, profits, and number of clients and staff grow steadily throughout its over 30-year history, and managem... थप

While several tactics can drive company performance by instilling a sense of shared ownership among employees, perhaps the most direct is to actually share ownership with employees. Many public and private companies across industries have done just that, and studies have found that sharing ownership... थप

Makena Lane has a gift for producing results, even in the challenging retail context of the 2010s, but she also has a knack for “ruffling some feathers” in the process. Recruited to a Fortune 500 grocery and pharmacy retailer after climbing to Associate Principal in McKinsey & Company’s retail pract... थप

Frustrated by the current system's shortcomings, including failing to provide clients with the teams they needed for increasingly advisory work and affording junior consultants an opportunity to adequately apprentice, Murphy was worried that the current compensation system was holding RRA back from ... थप

Frustrated by the current system's shortcomings, including failing to provide clients with the teams they needed for increasingly advisory work and affording junior consultants an opportunity to adequately apprentice, Murphy was worried that the current compensation system was holding RRA back from ... थप

At Precision Electro-Tek's mobile phone manufacturing facility in southern China, thousands of operators-bright and capable young men and (mostly) women like Jieliang Hao-are motivated to improve line productivity through small innovations for faster assembly and have discovered many ways to increas... थप

At Precision Electro-Tek's mobile phone manufacturing facility in southern China, thousands of operators - bright and capable young men and (mostly) women like Jieliang Hao are motivated to improve line productivity through small innovations for faster assembly and have discovered many ways to incre... थप

HBR Case Study... थप

Industry and Background Note... थप

In 2005, Teruo Yabe is asked to revive Tessei, the 669-person JR-East subsidiary responsible for cleaning its Shinkansen (""bullet"") trains. Operational mistakes, customer complaints, safety issues, and employee turnover are at or near all-time highs, even as the demands on Tessei continued to grow... थप

Historically, personal and commercial banks (P&CB) maintained long relationships with their clients who tended to do most if not all of their banking with one bank. However, by 2017, industry-wide change was well underway as switching costs had become negligible if not non-existent. New entrants wer... थप

Historically, personal and commercial banks (P&CB) maintained long relationships with their clients who tended to do most if not all of their banking with one bank. However, by 2017, industry-wide change was well underway as switching costs had become negligible if not non-existent. New entrants wer... थप

At Precision Electro-Tek's mobile phone manufacturing facility in southern China, thousands of operators-bright and capable young men and (mostly) women like Jieliang Hao-are motivated to improve line productivity through small innovations for faster assembly and have discovered many ways to increas... थप

Valve, one of the world's top video game software companies, has also become an iconic example of an organization with virtually no hierarchy. A 400-person organization, Valve's unique organizational form (described in detail in the case and accompanying employee handbook) includes 100% self-allocat... थप

Valve, one of the world's top video game software companies, has also become an iconic example of an organization with virtually no hierarchy. A 400-person organization, Valve's unique organizational form (described in detail in the case and accompanying employee handbook) includes 100% self-allocat... थप

Part of a leader's job is to equip the organization to transform inputs into outputs by defining organizational strategy, shaping organizational identity, and then managing four organizational components-formal organizational structure, culture, people, and critical tasks-such that each component, a... थप