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In virtually every organisation there is an inner circle, a core group, of particularly influential individuals who, whilst not always having classical hierarchical power, do have enormous influence on what the company does. Well functioning core groups can be a good thing for a company, but dysfunctional ones are bad. The author describes the phenomenon.
The old class war was a battle between the money-givers and the providers of labour. This is no longer the case – today the opponents are the knowledge workers and the investors, and it´s not yet clear who will win.
Many companies are entering the world of what is called `cause-branding´, supporting social causes and charitable activities with a view to enhancing their reputations, deepening employee loyalty and even selling more products. From the Best Practice series, the authors describe their four main principles of cause-branding.
One of the most dangerous of human frailties, at least in a business context, is the tendency to overestimate one´s own talents. Furthermore, whilst readily taking the credit for success, most people will attribute negative outcomes to external factors, regardless of their true cause. The authors analyse this phenomenon and describe how to manage it by taking an outside view.
A week after an employee runs amok and shoots co-workers at a nearby office, a colleague known to be a loner starts to show worrying signs of further isolation. When he puts up a certificate of his shooting prowess on the office wall, the nervousness of his fellow workers reaches fever pitch. But although productivity is suffering as people stop working late to avoid being alone with him in the office, he´s so far done nothing wrong. Five experts review the case study and give advice on what action should be taken.
Another article dealing with the topic of improving corporate governance, the authors review some of the reasons for the failure of auditors to fulfil their statutory task of reporting companies´ business progress fairly and honestly and then go on to discuss the problems caused by the decreasing quality of analysts reports. They close the article by making some recommendations for improvement.
Stress remains a major problem in terms of public health, company productivity and total social economics. But the authors believe that learning to manage stress is easier than most people think and the article gives some tips on how to control the beast, under the delightful heading of `inner quality management´.
The article reports on a discussion between seven experts in the field of supply chain management and documents some of their thoughts on what are likely to be the main issues confronting the area in the near future.
The authors studied the effectiveness of 200 management practices over a ten year period in 160 companies, asking the simple question: What really works? Their main conclusion was that most of the tools and techniques studied had no direct impact on business performance. Now there´s a surprise. Very interesting reading.
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