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The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...
High-performance teams (HPTs) is a concept within organization development referring to teams, organizations, or virtual groups that are highly focused on their goals and that achieve superior business results. High-performance teams outperform all other similar teams and they outperform expectations given their composition.
They know when to inspire people with direct communication and also have the ability to read when a more hands off approach is necessary. Although these leaders act with a hands-off approach, they hold non-performers accountable for not reaching their goals. [3] Leadership practices are also in line with the company's vision, values, and goals ...
Above the line, generally at the more senior levels of the organization, people use the word “we” to imply collective responsibility for success and failure. People in this group say things like, “We did this well.” “We should have done this better.” “We need to discuss this more.” “We should have planned this out more ...
A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant, but people who are relationship-motivated tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient.
In 2022, she stepped down to purse her interests in leadership, while still serving on the boards of railroad operator CSX , industrial giant 3M Company and executive coaching company Franklin Covey.
The model is straightforward, identifies many of the reasons why teams fail, and offers practical advice on how to build high-functioning teams. Lencioni also deserves credit for pointing out the following: The importance of the "first team". The need for leaders to teach teams how to win. The recognition of time wasted avoiding conflict.
In economics, organizational effectiveness is defined in terms of profitability and the minimisation of problems related to high employee turnover and absenteeism. [4] As the market for competent employees is subject to supply and demand pressures, firms must offer incentives that are not too low to discourage applicants from applying, and not too unnecessarily high as to detract from the firm ...