From Technically Competent to Organizational Leader: Practical Insights on the Five Critical Roles in an Organization
-- Dan Coughlin
Every business needs multiple roles to be filled. They are all important. Being good at one does not mean you would necessarily be good at another one, and that is okay. One mistake is in treating people in one role with less dignity and appreciation than people in a different role. Another mistake is leaving a person in a role when it is not the right role for him or her, even if he or she really wants to stay in that role.
© 2012 Dan Coughlin. All Rights Reserved.
Is There a ‘Dark Side’ to Work Engagement?
-- Simon L Dolan, Ronald J Burke and Scott Moodie
Work engagement has emerged as an important concept in positive psychology and has been shown to influence levels of both individual and organizational performance. Efforts are being undertaken to identify the ways of enhancing the levels of employee work engagement, as a result. While agreeing that work engagement generally has positive consequences we raise four issues that suggest that high levels of work engagement may have a ‘dark side’ for some employees in some contexts.
© 2012 Simon L Dolan, Ronald J Burke and Scott Moodie. All Rights Reserved.
A Real-World Story of Employee Engagement
-- Edmond Mellina
Managers should avoid forcing people into a process, as involvement is indispensable to engagement. Managers must remind themselves that disengagement is even more contagious than engagement. Therefore, employees who remain disengaged despite doing all must be removed from the team. Employee engagement beats employee satisfaction as an indicator of productivity and business success.
© 2012 by ORCHANGO. All Rights Reserved.
Yesterday, Trustworthy Was Good Enough;
Today, Only Trustability Will Do
-- Don Peppers and Martha Rogers
Economics may not be everything, but for a profit-making company with employees to pay and shareholders to satisfy, it is almost everything. So it is extremely important that for most companies, acting in a customer’s interest is nearly always going to be economically beneficial for the firm in the long run, even if it costs the firm money in the short term.
© 2012 Don Peppers and Martha Rogers. All Rights Reserved.
Cultural Barriers to Employee Engagement in the
Not-for-Profit Healthcare Sector in Egypt
-- Stephanie Jones and Akram G Ghabbour
Given the cultural barriers, how does a not-for-profit healthcare business empower and engage the workers? First of all, through changes in leadership; and secondly, through training and performance management, and other direct interventions aimed at helping the workforce.
© 2012 Stephanie Jones and Akram G Ghabbour. All Rights Reserved.
Creating an Effective Risk
and Compliance Culture
-- Bob Murray
Making a practice of praising people—even for just doing their jobs, acknowledging them in appropriate ways and looking for what they are doing right—at all levels of management helps increase corporate profitability by around 20%. It pays to look for what is right even in failures, and build on peoples’ strengths.
© 2012 Bob Murray. All Rights Reserved.
Unproductive Reactions to Change:
How to Recognize and Deal with Them
-- Terence R Traut
Change affects people differently, sometimes in unproductive ways. Recognize the unproductive reactions to change and effectively help people through change.
© 2012 Terence R Traut. All Rights Reserved.
Engagement, ‘New Leadership’ and High Performance Organizations
-- Colin Coulson-Thomas
‘New leadership’ favors approaches that deliver quickly and are flexible and adaptable. If support is allowed to become out of date, it may be abandoned by people who are forced to look elsewhere for what they need. If the help that is provided remains current and relevant, it is likely to be appreciated and used. If it both engages and helps people to cope and excel, it is more likely that relationships will be mutually beneficial and both individual and corporate aspirations achieved.
© 2012 Colin Coulson-Thomas. All Rights Reserved.
Building Personal Resilience at Work
-- Rod Warner and Kurt April
Resilience is needed by staff in organizations to cope with daily stress as well as to adapt to large-scale organizational change. The paper summarizes the importance and benefits of resilience at work. The process of experiencing adversity with and without sufficient resilience and the relationship between resilience and change readiness are outlined. A study was undertaken to develop an understanding of personal resilience that could be used to develop training to enhance resilience of staff at work. The study and the outcomes of a model, constructs and elements of resilience are presented. Training, based on these concepts, was conducted and delegates reported statistically significant change over time.
© 2012 Rod Warner and Kurt April. All Rights Reserved.
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