Up the Organization Jossey-Bass has released a commemorative edition of Robert Townsend’s (1920-1998) leadership classic, Up the Organization: How to Stop the Corporation from Stifling People and Strangling Profits. Originally published in 1970, this candid and provocative book deserves to be re-read every year. Here's a sample of Townsend's straightforward and practical advice: On People: Why spend all that money and time on the selection of people when the people you’ve got are breaking down from under-use. On Delegation: Many people give lip service, but few delegate authority in important matters. On Leadership: True leadership must be for the benefit of the followers, not the enrichment of the leaders. On Rewards: Rewarding outstanding performance is important. On Compromise:Compromise is usually bad. Robert Townsend served as the president and chairman of Avis Rent-a-Car from 1962 to 1965 during its celebrated turnaround.
Howard Becker Oustiders I (Howard S. Becker, that is) have created this page primarily to make things I’ve written and published in obscure places available to anyone who wants them. From time to time I’ll add to what’s here, as well as provide news on topics of interest to people who know me or are interested in what I’m up to. What’s here now, first of all, are some papers I’ve published over the years. Then there’s some news of what I’ve been up to and will be up to in the reasonably near future. Another section lists a few websites that deal with things I find interesting or important and would like to recommend to anyone who gets this far. Finally, there is a little gallery of photographs, some from my days as a musician, as well as some vintage portraits of a few of my sociological heroes, including Everett C. Students who are looking for information for a paper you are writing about me or to prepare for an examination, please click here. Drop me a line here via email.
Lynn Hill Biography - Chronology, Awards And Accomplishments, Further Information - SELECTED WRITINGS BY HILL: - Climbing, Free, Climb, and Rock - JRank Articles American rock climber World Cup champion Lynn Hill is the best female rock climber in the world, and in the top five overall. In a sport dominated by men, Hill has accomplished feats in climbing that climbers of both genders marvel at. After winning dozens of competitions—against both women and men—Hill retired from competition to pursue climbs in some of the world's most exotic locales. Hill was born in 1961 in Detroit, Michigan and grew up in Orange County, in southern California. Though she is a self-admitted tomboy, Hill is far from strapping or mannish. Lynn Hill Nevada range, and had her first experience climbing in ice and snow. What really interested Hill was "bouldering," which she discovered at Joshua Tree and still loves to do. After twenty years together, Hill's parents divorced, and she immersed herself in climbing. To finance her roving, climbing lifestyle, Hill competed in a TV sports competition, called Survival of the Fittest.
Who's the Best at Innovating Innovation? - Polly LaBarre by Polly LaBarre | 4:00 PM February 25, 2013 Most companies put innovation at the top of their agendas. But how many devote the energy and resources it takes to build innovation into the values, processes, and practices that rule everyday activity and behavior? Not many, as we argued when we launched the Innovating Innovation Challenge in October. That disconnect isn’t due to lack of human ingenuity or resources; it’s actually the result of organizational DNA. So how do we make every management process a catalyst, rather than a wet blanket, for innovation? After a few months, 140 superb contributions, and 24 finalists, we’ve zeroed in on a set of winning entries that represent some of the world’s most daring and comprehensive approaches to making innovation an everyday, everywhere capability. Today, we’re delighted to announce the 10 winners of the Innovating Innovation Challenge, the first leg of this year’s HBR/McKinsey M-Prize for Management Innovation. In alphabetical order:
Principal investigators as scientific entrepreneurs - Online First Although principal investigators are key actors in scientific fields, there is little focus on what they actually do in shaping new scientific directions. This paper studies PIs practices to better understand their roles. Our central contribution is to identify the different ways in which PIs engage themselves in science, in implementing four main practices: ‘focusing in scientific discipline’, ‘innovating and problem solving’, ‘shaping new paradigms and models’ and ‘brokering science’. While ‘focusing’ and ‘innovating’ remain close to project management, ‘shaping’ and ‘brokering’ look more like entrepreneurial activities, shaping new horizons, reshaping boundaries between subfields and among organizations. External orientations to how they engage in different practices shapes PIs roles to articulate different worlds and to reshape the boundaries of organizations, knowledge and markets.
Approach from Activity Theory According to activity theory, every situation is an activity and the participants in this activity are the subjects. These subjects are trying to achieve an object (read objective) and there are certain set of tools that mediate the relation between the subject and the object. These subjects, objects and tools belong to a certain community that forms the context of this activity and each member of the community contributes a certain amount to this activity. In addition to this there are a set of rules that constrain as well as assist the subject – object relation. An Activity Theory approach to group web Let’s try to put this in perspective of our scenario to better understand activity theory. The scenario that we are trying to analyze through the activity theory lens is that of creating the group web project. The instructor had laid down some rules for this project that governed the success criteria of the project. Activity Theory Pearltree Related theories Like this: Like Loading...
7 Essential Skills for Managing Change It’s a cliché, but change has always been the only constant. In recent times, the pace of change has accelerated greatly, and we all need to find ways to deal creatively with this fact of modern life. Leaders, in particular, need to face and manage change in a constructive way, but everyone who wants to be successful – in career, in relationships, in life – must learn how to see and manage change the way that successful ‘change leaders’ do. Such leaders are adaptable and creative in managing change in three key ways: 1. Change is inherently ambiguous, and those who deal creatively with change will have a high tolerance for uncertainty and ‘shades of grey.’ 2. They will see themselves as inherently powerful and having the ability to control elements of the situation in which they find themselves. 3. Leaders draw on this reservoir when things get tough. Managing Change 1. 2. Success is usually more to do with tenacity that genius. 3. Persistence does not mean pushing through by force. 4. 5.
La valse tragique à trois temps de l’innovateur en entreprise En août 1914, l’armée française entre en guerre avec une doctrine rétrograde entièrement basée sur la revanche de la guerre de 1870. L’heure est à l’offensive à tout crin. Les nouvelles technologies (avion, téléphone, fusils automatiques, etc.) sont méprisées au profit d’une conception héroïque de l’action militaire, triomphe de l’esprit sur la matière: on refuse ainsi d’apprendre aux soldats à se protéger des tirs ennemis car cela serait contraire à l’honneur du soldat. Le résultat est connu: une boucherie effroyable. Ce qui est moins connu, c’est que dès les premiers échecs, l’armée se renouvelle profondément; les règlements ineptes sont abandonnés en quelques heures, à tel point que quelques semaines après, c’est une armée totalement transformée, devenue la plus moderne du monde tant sur le plan des équipements que de la doctrine, qui fait face l’ennemi. Comment cette transformation aussi rapide et aussi profonde a-t-elle été possible? Like this: J'aime chargement…
The Beatles "8 Types of Leader Last week I talked to a former Harvard Business School professor about leadership. He said he he was surprised how little leadership appears on the business school curriculum. Sure, there’s one required leadership class first year, but it’s often not taken as seriously as the other subjects. It is sometimes perceived as a soft, fuzzy, even unteachable, skill. Yet, leadership is the single most important thing we can do. I like this footage of Twitter founder Jack Dorsey at a town hall meeting for his new company, Square. “So, this is why design is important and this is why this coordination is important, and this is how we’re leading and building this company. I like Jack’s description of leadership as editing: “I think I’m just an editor, and I think every CEO is an editor. What models for great leadership have you seen? (Marketoonist Monday: I’m giving away a signed print of this week’s cartoon.
Lou Andreas-Salomé Un article de Wikipédia, l'encyclopédie libre. Lou Andreas-Salomé Lou Andreas-Salomé en 1914 Lou Andreas-Salomé, née Louise von Salomé (12 février 1861 à Saint-Pétersbourg - 5 février 1937 à Göttingen), est une femme de lettres allemande d'origine russe. Biographie[modifier | modifier le code] Son père Gustav Salomé (1804-1879) était issu d'une famille de huguenots originaire d'Avignon qui avait quitté la France après la Révolution française pour aller s'établir dans les pays baltes[1]. Parlant et écrivant essentiellement en allemand, mais connaissant évidemment le russe et le français (langue de la haute société) et fréquentant l'école privée anglaise, elle n'en avait pas moins « le sentiment d'être russe ». Sa rencontre avec Nietzsche[modifier | modifier le code] Gauche à droite, Andreas-Salomé, Rée et Nietzsche (1882) Malade, sa mère l'emmène faire un séjour au soleil d'Italie. L’amour des trois intellectuels reste cependant platonique. La muse de Rilke[modifier | modifier le code]