Showing results for "Kim" in Organisational Behavior

In their eagerly awaited book, Kim and Spear bring to light a new theory of high-achieving organizations. They examine how companies solve the most important problems better, faster, and easier than their competitors by quickly and regularly closing the gap between aspirations and real-world success. This book teaches companies that are struggling to perform how to achieve the continual greatness seen in the best of the best.

In Leading Through, the dynamic struggle between two competing paradigms of leadership is compellingly illustrated: an old paradigm that involves control and power over people versus a new one that enables and inspires power through people. With rich examples and stories, the authors show how deeply ingrained the legacy model of leadership remains and how destructive it is, causing waste and loss of human potential, stifling innovation, and ultimately resulting in what the authors call "organizational darkness."

Change within organizations is disruptive, making people feel less in control of their work and lives. With every passing day, organizational change becomes more complex. It’s no surprise that efforts for change encounter resistance. Jan Kaderly knows that managing change is managing resistance. In Change Killers, Kaderly takes you on a deep exploration of resistance. Dive into decades of research on the very human reasons why we resist change and discover how you can manage resistance while building the support needed to evolve and grow.

While DEI has become one of the trendy PR moves companies do to create good publicity, many of them still don’t have a firm grasp on what it actually means.

Plenty of research has been done on why companies go terribly wrong, but what makes companies go spectacularly right? That's the question Kim Cameron asked more than a decade ago. Since then,Cameron and his colleagues have uncovered the principles and practices that set extraordinarily effective organizations apart from the merely successful.

Unfortunately, far too many people don’t like where they work. Some organizations are unhealthy and full of disrespectful behavior. Other workplaces are simply uninspiring. For various reasons, countless people feel trapped, indifferent, or bored at work. The authors of this book believe that people should be able to like where they work. When employees like the places they work, it’s not only good for their mental health and well-being, it’s also good for their organizations - both financially and otherwise.

Dealing with difficult people is one of thе mоѕt common еxреriеnсеѕ in thе workplace аnd аlmоѕt еvеrуwhеrе! Cuѕtоmеrѕ, еmрlоуееѕ, managers, friеndѕ, relatives, or family gеtting аngrу - hоw dо уоu deal with it? The firѕt thing tо rеmеmbеr iѕ that you're thе оnlу реrѕоn уоu саn сhаngе! You аrе in charge оf whаt you think аnd fееl. No one еlѕе is in charge of уоur thinking аnd fееling. Your thoughts аnd fееlingѕ аrе уоur intеrnаl barometer!

In too many organizations, great ideas and unusual solutions can be suppressed, ignored, or attacked. Departments defend their turf, and people choose what is safe over what is better. Bad ideas move forward and good ideas die, which can lead to disastrous results - financial or otherwise. Luckily, there is a workable path out of this dysfunction. Kim Barnes’ process of constructive debate shows how to establish conditions that encourage the free exchange, discussion, and development of ideas and eliminate conditions that prevent potentially useful ideas from getting heard.