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Prof. Dr Willem Mastenbroek
Prof. Dr E. van de Bunt
Drs C. Visser

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Negotiating as emotion management
Prof. dr. W.F.G. Mastenbroek
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Readers Top 10

The readers top 10 is a list with the 10 best assessed contributions, assessed by our readers on a 10  point scale according to an advancing average over the past 7 weeks.

1.

Moving FORWARD with solution-focused change
A results-oriented and appreciative way of making progress
Coert Visser en Gwenda Schlundt Bodien
The solution-focused approach has helped coaches, trainers, consultants and managers to be more effective in realizing their goals. Moreover, it has often made their work more enjoyable. This article presents a simple, new, and - hopefully - sticky model to describe the solution-focused approach: the FORWARD-model.

2.

Organizational Innovation in Historical Perspective
Part 1 New types of organizations are not new
Willem Mastenbroek
Do we need new paradigms and 'breakthroughs'? What has proved its value over the centuries may give us something to hold on. So-called new types of organizations are recent expressions of the evolution of steering and self-organization. The changing balance between closer interdependencies and more autonomous units is related to competitive strength.

3.

Learning to compliment effectively
Coert Visser
Complimenting is attractive for many people. Most people prefer to and view it as more constructive to say something positive than to say something negative. After all, who does not want to be appreciated for what he does?

4.

Deliberately choosing simplicity
Dick Markvoort
In every organization there are forces at play which push it towards large, complex projects. By deliberately choosing for simplicity, you can make major savings in time and money and gain meaningful jobs for those involved.

5.

Competitive strategy
Partnering for competitive advantage
Pieter Klaas Jagersma
Partnership management is a hot item, but what exactly are the ingredients for success? Pieter Klaas Jagersma discusses how companies might develop partnering strategies in order to better address their client base.

6.

Organizational Innovation in Historical Perspective
Part 2 Change management as ‘policy down, actions up’
Willem Mastenbroek
Change efforts often does not live up to their promises because the line organization is involved in rather awkward ways. Project groups, task-forces, steering committees, special coordinators and elaborate training programs obstruct the commitment and the responsibility of bosses and workers. An approach more focused on the responsibilty and commitment of the regular organization is described and clarified with many examples.

7.

A Solution for Avoiding Procrastination
Allison Gamble
A Solution for Avoiding Procrastination

8.

Managing Business Complexity
Pieter Klaas Jagersma
Complexity is a manager’s many-headed monster. Managing complexity effectively to better serve the full range of customer needs can give you a leg up on the competition. Reducing complexity can significantly improve a company’s competitiveness by simultaneously lowering costs, improving customer benefits and cutting response times. Timely analysis can help companies master the increasing complexity of business.

9.

Organizational Resilience in Times of Crisis
Does the people centered philosophy still work during crisis?
Coert Visser
Is laying-off people during crisis a good strategy? Some organizational research is stating this does not work and may backfire even. The situation in the American airline industry after the terrorist attacks of 9/11 was an almost unparalleled crisis. An excellent chance to take the test. Which companies proved to be most resilient and why?

10.

Combating Short -Termism - and Managing for the Long Run
Danny Miller and Isabelle Le Breton
Family businesses tend to outlast other companies by factors of two or three, and outperform in market valuations and returns on assets. Why the out-performance? A summary of a recent book by the authors themselves: “Managing for the Long Run” (Harvard Business School Press, 2005).

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Readers' Response
Lecturer-HRM
Indeed, the interview thrown insight into the crux of the problem i.e. downsizing. Very few studies...
K. Srinivasa Rao
Don't treat the symptoms, treat the illness
Reading your response, Luc, I'd like to clarify some of my writing. I think you paraphrased it quite...
Richard Peters
Treat the illness, not the symptoms
Reading your response, Luc, I'd like to clarify some of my writing. I think you paraphrased it quite...
Richard Peters
Solution-focused change blog
Here is my English blog dedicated to solution-focused change: http://solutionfocusedchange.blogspot....
Coert Visser
Re: People want to be heard
Richard Peters makes a relevant point in arguing that it's not blogs that are the culprit, but the p...
Luc de Ruijter
Mensen willen gehoord worden
Een blog is op zich het probleem niet, de mensen ook niet. Het is de afstemming binnen de hele organ...
Richard Peters
thanks
Thanks for promoting my brand! Best regards, Frans Duurland...
Frans Duurland
Video interview with Maister
Here is a new interview with David on the Consulting magazine website: http://tinyurl.com/y7uupj ...
Coert Visser
Different period
Dear Robert, US Airways and America West merged a while ago (within the last two years). The study...
Coert Visser
USAirways is America West
USAirways is America West. This article with both entities separately listed is deceiving. ...
Robert Byrd