[ The Organization ] - Articles for November / December 2010
Successes and potential obstacles to change management in the public service
by Henry HornsteinChanging the Canadian public service has been a perennial goal of almost every government. But the failure of the change exercises, has highlighted how the best-intended change management can be outdone by a lack of clarity, resolve and purpose....
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How businesses can profit from raising compensation at the bottom
by Jody Heymann and Magda Barrera“Attention must be paid,” wrote the great American playwright, Arthur Miller. If only companies did pay attention to workers on the bottom rungs of the organizational ladder – like those on the top rungs — what would happen? As...
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Why good ideas die … and a simple approach to saving them
by Lorne WhiteheadMany a good idea has been sabotaged by a co-worker who, during a presentation, cuts right in to say, “That’s a good idea but…” Readers of this article will learn what tactics they can use to effectively disarm and...
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Women in the pipeline: Next practice actions
by Dianne JacobsA wide-ranging, multi-country research study explored how companies integrate gender diversity into their talent practices. This author, whose firm conducted the study, found that companies with a genuine commitment to making diversity a core competency challenge the underlying thinking...
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Douglas McGregor – A lasting impression
by Robert A. Cunningham | September / October 2011
In 1961, on his second day of classes in the University of Western Ontario’s Graduate School of Business Administration, a young Robert Cunningham bought The Human Side of Enterprise, by Douglas McGregor. The book became a classic and changed...
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Relying on external knowledge for competitive advantage: Why it might not work
by David Loree, Hari Bapuji, and Mary Crossan | May / June 2011
While existing research suggests that firms create breakthrough innovations by acquiring external knowledge and applying it to their particular situation, it also underscores the difficulties in doing so. The question for managers is this: Does applying knowledge that has...
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To become a better manager stop being a manager
by Peter A. Gloor | March / April 2011
The time is fast approaching, this author writes, when organizations will need Chief Creative Officers instead of Chief Executive Officers, and Chief Collaboration Officers instead of Chief Operating Officers. In the article, he offers the practicing manager proven, practical...
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The Creative Web
by David Conklin and Larry Tapp | March / April 2011
This article was originally published in the May-June, 2000 issue of the Ivey Business Journal. It is being re-published as a tribute to Mr. Larry Tapp, who was Dean of the Richard Ivey School of Business from 1995-2003. Mr. Tapp...
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Successes and potential obstacles to change management in the public service
by Henry Hornstein | November / December 2010
Changing the Canadian public service has been a perennial goal of almost every government. But the failure of the change exercises, has highlighted how the best-intended change management can be outdone by a lack of clarity, resolve and purpose....
Read More Order Reprint
How businesses can profit from raising compensation at the bottom
by Jody Heymann and Magda Barrera | November / December 2010
“Attention must be paid,” wrote the great American playwright, Arthur Miller. If only companies did pay attention to workers on the bottom rungs of the organizational ladder – like those on the top rungs — what would happen? As...
Read More Order Reprint
Why good ideas die … and a simple approach to saving them
by Lorne Whitehead | November / December 2010
Many a good idea has been sabotaged by a co-worker who, during a presentation, cuts right in to say, “That’s a good idea but…” Readers of this article will learn what tactics they can use to effectively disarm and...
Read More Order Reprint
Women in the pipeline: Next practice actions
by Dianne Jacobs | November / December 2010
A wide-ranging, multi-country research study explored how companies integrate gender diversity into their talent practices. This author, whose firm conducted the study, found that companies with a genuine commitment to making diversity a core competency challenge the underlying thinking...
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VENTURE CAPITAL FIRMS IN AMERICA: THEIR CASTE SYSTEM AND OTHER SECRETS
by Hatim Tyabji and Vijay Sathe | July / August 2010
While American venture capital firms are coated with an aura of glamour they are also shrouded by a cloud of mystery. Just how do they operate? How do they raise their money? Why do some VC firms succeed while others...
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GLOW: THE NEW GREAT WORK EXPERIENCE
by Lynda Gratton | May / June 2009
People whose door is always open, who solicit and welcome input from colleagues, and who have certain flair are people who radiate energy. They create a dynamic, positive and energized work environment. They glow, and create value for themselves and...
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