Emotional Intelligence (EI) in Leadership 1. Introduction All of us can recall at least one situation when very technically skilled people performed poorly as leaders, despite their intellectual abilities and analytical skills. If we look closer at their behavior, we will see that they could hardly get along with people or stay calm in stressful situations. One of the reasons for poor performance of managers is that for a long time companies’ recruitment processes were based on the belief that
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Nabila GAILLARD HEC Executive MBA 2015 Paris English Modular nabila.gaillard@hec.edu +33 6 08 32 79 48 LEADERSHIP DEVELOPMENT PLAN This paper seeks to elaborate my personal leadership development plan in the objective I have to continuously learn, grow and meet new challenges. Therefore, my approach is to first start from the skills audit outcome provided by the powerful multi source assessments and tools the EMBA program offered me the chance to fill up, giving me feedback
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Corporate Social Responsibility and Employees An insight into the relationship between CSR and companies’ own employees Corporate Social Responsibility vs. Employees Most of the current researches and data available today regarding Corporate Social Responsibility (CSR) initiatives are on the cause and effect of CSR initiatives on the customers’ perception of the company. According to those data, it is apparent that the more companies are involved with CSR initiatives, the better they perform
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www.hbr.org Studies of corporate performance reveal a growing link between certain kinds of technology investments and intensifying competitiveness. Investing in the IT That Makes a Competitive Difference by Andrew McAfee and Erik Brynjolfsson Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Investing in the IT That Makes a Competitive Difference 11 Further Reading A list of related
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Competing Through Manufacturing by Steven C. Wheelwright and Robert H. Hayes Harvard Business Review Reprint 85117 HBR J A N U A RY– F E B R U A RY 1 9 8 5 Competing Through Manufacturing by Steven C. Wheelwright and Robert H. Hayes M anufacturing companies, particularly those in the United States, are today facing intensified competition. For many, it is a case of simple survival. What makes this challenge so difficult is that the “secret weapon” of their fiercest competitors
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Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad CAN YOU SUMMARIZE YOUR COMPANY’S STRATEGY in 35 words or less? If so, would your colleagues put it the same way? It is our experience that very few executives can honestly answer these simple questions in the affirmative. And the companies that those executives work for are often the most successful in their industry. One is Edward Jones, a St. Louis–based brokerage firm with which one of us has been involved for more than
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to buy a share of stock for your new grandchild, this would be a company to select." When some analyst says that about us-or about any other corporation for that matter-it will, at last, be an indication that the market is beginning to look beyond this year's (or even next quarter's) estimate of earnings. If that day ever does come, it will bring recognition that corporate governance is every bit as important as corporate management to ensuring the future of corporate America. My second
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Breakthrough innovations in operationsnot just steady innprovement-can destroy competitors and shake up industries.Such advances don't have to be as rare as they are. 84 HARVARD BUSINESS REVIEW Deep Change How *^ Operational Innovation Can Transform Your Company by Michael Hammer I N 199T, Progressive Insurance, an automobile insurer based in Mayfield Village, Ohio, had approximately $1.3 billion in sales. By 2002, that figure had grown to $9.5 billion. What
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class in which it will be discussed. Additionally, chapter slides and/or outlines are available on the course website. It is recommended you review and print these, bringing them to class to help you with note-taking. We will be discussing three HBR cases. You have to download them from https://cb.hbsp.harvard.edu/cbmp/access/28012946 They will be used for individual assignments and also discussed in class. The cost is around $12.00. We may also use several articles throughout this course (available
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www.hbr.org It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else. Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad Reprint R0804E It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else. Can You Say What Your
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