MANAGING in the

NEW WORLD

Certain individuals in all organizations emerge as its toxic handlers. They are the ones who listen to other’s problems and take on their stress. Such people end up getting pressurized more as beyond personal responsibilities they also need to cover up for others without getting formal credit for the same. This is not sustainable for the organization or individual, and so certain methods have been identified which should ease this burden. First of all, conventional stress reduction techniques may be adopted. A lot of organizations have formal management training programmes in order to help employees deal with such stress. One can take advice from the direct boss or the company HR regarding such matters. Even therapy may be an option. Also, the person concerned must not jump to every such incident but pick battles according to importance. Only those issues must be taken up which induce maximum effects. Sometimes one needs to put one’s foot down and clearly say no to being the vent. Empathy can be conveyed even without plunging headlong into the issue. Also one needs to let go of the guilt. Sometimes they will best be handled by those affecting directly. Another method could be toxic handlers recognizing each other and coming together as a group so that they can all help one another. Even while helping others, one mustn’t ignore the self so breaks must constantly be taken from such unsung hero duties. Any change in the pattern of one sided help, may ease the toxic handler.

Source:https://hbr.org/2016/11/when-youre-the-person-your-colleagues-always-vent-to?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date&spMailingID=16018998&spUserID=OTY0OTMwNTk5NwS2&spJobID=920060324&spReportId=OTIwMDYwMzI0S0

 

An entrepreneurial society is one where individuals are organizations are forever striving to develop and perfect business innovations. To this extent the present workforce is falling short primarily due to short-term measures at the individual level. Job hopping means that most professionals are forever unstable at their present workplaces while looking to move on to fresher opportunities. This is causing friction in personal lives as well while customers cannot engage due to these constant changes. A visionary top management supported by a highly unstable middle level to implement the ideas leads to huge gap between ideation and execution. So, enlightened companies such as Egon Zehnder have stressed on talent retention as a key parameter to organizational success. They profess that nurturing the workforce leads to retention so that collaboration takes place. Knowledge can then move freely across sources, geographical boundaries and people.

Source:https://hbr.org/2016/11/keep-employees-from-leaving-by-emphasizing-teamwork?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date&spMailingID=15839867&spUserID=OTY0OTMwNTk5NwS2&spJobID=902390654&spReportId=OTAyMzkwNjU0S0

 

With the global economy better integrated than ever before, the productivity of multi-cultural teams was put to the litmus test. Management consulting giant McKinsey conducted a study to differentiate between the productivity levels of mono-cultural with more diverse teams. On all counts, diverse teams outperformed their unitary rivals. Teams with greater racial or ethnic diversity tended to have a third higher financial returns than the industry mean. The same goes for gender equality as teams that showed diversity on this count performed 15% better than the industry average. A study conducted by Credit Suisse has provided similar results. This is true across professions as well as across continents. Such teams are more thorough with facts which they end up processing better.

Source:ttps://hbr.org/2016/11/why-diverse-teams-are-smarter?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date&spMailingID=15821833&spUserID=OTY0OTMwNTk5NwS2&spJobID=901354933&spReportId=OTAxMzU0OTMzS0

 

A study concluded by one of the leading MBA institutes of the world the Stanford University claims that three-fourths of cross-functional teams are dysfunctional. This is due to the diversity such teams comprise of. While basic functional aspects of work such as professional experience, qualifications, passion or intelligence are important, more critical is what can be termed as “safe space facility”. It includes behavioral aspects such as greetings exchanged at the start of meetings, who speaks when and the overall working approach. This phenomenon has been outlined in two famous novels- Catch 22 by Joseph Heller and Ken Kesey’s One Flew Over the Cuckoo’s Nest. In the former, passive resistance is shown by team members not onside, while in the latter, there is open revolt. Instead of such behaviours, ideally if the raw energy of the team can be effectively combined through formal and informal channels of corporate communication, it can work wonders for improving organizational productivity.

Source:http://www.strategy-business.com/blog/Great-Teams-Build-Great-Cultures

 

SKYLINE Knowledge Centre

Phone: 9971700059,9810877385
E-mail: info@skylinecollege.com
© 2017 SKYLINE. All right Reserved.